Eye EYE (c) 2016 Pixabay / cocoparisienne https://pixabay.com/en/eye-blue-eye-iris-pupil-face-1173863/ There was a lot of research published last week, including studies from Achievers and Qualtrics. Achievers looked at the value of employee recognition and how organisations should recognise employees. The Qualtrics study looked at how employees and organisations are moving towards a hybrid working model. One where most people work both in the office and at home.

Mission Control also published a business impact report from Klein with some stunning statistics. So much so that Enterprise Times asked its CEO whether the product was under-priced!


Demandbase signalled its intent to expand in Europe with new research that looks at the success of ABM (Account-Based Marketing) in the region. The report is based on a survey of marketers located in the UK, Germany and Benelux.

Paul Gibson, EMEA vice president for Demandbase. “We’ve been growing rapidly across Europe and other regions, so our customer base has naturally become a lot more diverse as well. Our goal with this study was to discover what unites and divides us on these issues in different parts of the world and, more importantly, to unlock further secrets to account-based success. We learned a lot through this research, like how many of the leading B2B companies are facing the same issues no matter where they’re based. With this new intel, we can continue to advance the industry and better serve B2B leaders everywhere.”

The report covers account-based marketing maturity, common challenges, and preferred strategies from leading practitioners.

Demandbase also published a Total Economic Impact report written by Forrester Consulting in its usual format. Highlights were:

  • Demandbase delivered 367% ROI in three years
  • Payback for Demandbase is less than six months
  • Demandbase increased revenue by nearly $1 million

Allison Metcalfe, chief revenue officer of Demandbase, said: “Historically, one of the most difficult, but necessary, parts of growing revenue is a strong relationship between sales and marketing. It’s clear through this study that Demandbase not only improves ROI and revenue, but also gets to the heart of an organization by building a bridge between these two essential departments. This creates cohesion and ultimately empowers them to achieve an aligned, optimized go-to-market that puts customers first. This is an incredibly important part of what Demandbase delivers, and what fuels its noteworthy economic impact.”


The most recent ELMO Employee Sentiment Index found that Australian workers are much less secure than a year ago. The percentage of those feeling secure dropped from 30% in Q1 2021 to just 15% in Q1 2022, a record low. The index also shows that 19% of workers are not working enough hours to make ends meet. Even for those working long hours, there is cause for concern, with burnout increasing to 46%, up from 34% in Q1 2021.

Employers should also be concerned with a third of workers expecting to leave their jobs within 18 months.

Danny Lessom, CEO of ELMO, noted: “Working Australians feel the economy is less secure now than they did a year ago. Workers need to feel the economy is secure if they are going to spend their money instead of saving it away for a rainy day.

“This poor perceived economic security may be contributing to the burn out rate climbing to 46 per cent of workers from just 34 per cent a year prior. This is a big challenge for employers as burnt out workers are not productive workers.

“The findings in the latest Employee Sentiment Index are a reminder that the workplace of tomorrow is very different to the workplace of today. Employers need to adapt to the needs of their workforce if they are going to remain competitive.”


Oracle published the “No Planet B” study that surveyed more than 11,000 consumers and business leaders across 15 countries. People are frustrated by the lack of progress on sustainability and social initiatives. Key findings included:

  • 93% of people believe sustainability and social factors are more important than ever
  • 80% said the events over the past two years have caused them to change their actions
  • 94% of people believe society has not made enough progress on sustainability and social efforts
  • 78% of people are frustrated and fed up with the lack of progress made by businesses
  • 96% of business leaders believe human bias and emotions hurt corporate sustainability efforts

Juergen Lindner, senior vice president and CMO, Global Marketing SaaS, Oracle, commented: “It’s never been more critical for businesses to invest in sustainability and ESG initiatives, as people don’t just want to hear about it – they’re looking for decisive action and are demanding more transparency and tangible results. Business leaders understand the importance, yet often have the erroneous assumption that they need to prioritize either profits or sustainability. The truth is this is not a zero-sum game. The technology that can eliminate all the obstacles to ESG efforts is now available, and organizations that get this right can not only support their communities and the environment, but also realize significant revenue gains, cost savings, and other benefits that impact the bottom line.”


A global survey by OutSystems forms the basis of a report entitled “Cloud-Native Development: Ready or Not? What IT Executives and Developers Say”. The report uncovers the reality of a gap between what analysts perceive and the actual reality of cloud-native development within organisations. Key findings include:

  • 72% of respondents expect that most of their apps will be created using cloud-native development by 2023. Only 47% of them know a lot about it
  • Cloud-native leaders say that selecting the right tools/platforms (52%) and architectural complexity (51%) are the top two challenges of cloud-native development. The cloud-native laggards rank these significantly lower
  • Cloud-native leaders see low-code platforms as winning partners in their cloud-native journeys. 60% saying low-code platforms are “very good” or “excellent” tools for cloud-native implementation. More than seven in ten (72%) cloud-native leaders work with low-code platforms already
  • There is a shortage of talent across at least 13 different roles

Patrick Jean, CTO of OutSystems, commented: “Cloud-native technology unlocks new possibilities for application speed, reliability and massive scale – if it’s done right. Many businesses are showing a delta between their desired future state and their current knowledge and expertise. Our research reveals that most businesses don’t know enough about cloud-native’s challenges and don’t have the staff to successfully implement it. The answer lies in high-performance low-code tools that can help speed and simplify the path forward and dramatically improve the way they build and manage apps for the future.”


Pega published its first Global Impact Report, which looks at the organisation’s efforts across Environmental, Social, and Governance (ESG). It highlights achievements such as:

  • (Social) A score of 95 out of 100 with its first-ever submission to the Human Rights Campaign Foundation Corporate Equality Index
  • (Environmental) Achieving Scope 1 and Scope 2 carbon neutrality in eight key Pega offices

Ken Stillwell, chief operating officer and chief financial officer, Pegasystems, commented: “Environment, Social, and Governance leadership is becoming increasingly important. We are proud to share how Pega is driving a more efficient and sustainable business, our deep commitment to inclusion and diversity, and how we are supporting our employees, clients, partners, and communities in these remarkable times.”


The fire can be hotter than the frying pan. Of the workers who quit their job during the pandemic, 40% feel they were better off at their last position. The full report from UKG, “Resign, Resigned, or Re-Sign? Survey responses included 1,950 employees who voluntarily left their jobs since March 2020. It also included 1,850 people managers who had people on their teams quit across France, Germany, Mexico, Netherlands, the U.S., and the U.K.

The report also looked at why people left their original position. It revealed that good managers could often tempt people back. 1 in 5 people have already returned to their previous position, and another 41% would consider doing so!

Aron Ain, chairman and CEO at UKG, commented: “Leaders and organizations don’t own people’s careers. If someone has an amazing opportunity for themselves and their family, great leaders will embrace the move and let strong performers know the door is open if they want to return. Great leaders should also never be blindsided by someone quitting.

“Yet, those open conversations about career desires and new opportunities only happen if the manager and employee share trust — which is the magic glue that holds all relationships together. Jobs reports show that 47 million people quit in the U.S. alone last year, and our survey indicates that nearly half of those people feel they ended up worse off in their new job. With trusting relationships where people can comfortably communicate their true desires about life and work with their manager, they may not leave their job in the first place.”


79% of employees want pay transparency. This was the key finding of the Visier, Pay Transparency Pulse Report, which was based on a survey of 1,000 full-time, U.S.-based full-time employees. Importantly, the younger generation is driving this, with 89% of Gen Z but only 53% of Baby Boomers supporting pay transparency.

There are some interesting findings in this report. They include around discussing pay during the hiring process, talking about pay internally (85% of people do!) and discrepancies between the genders on awareness.

Worryingly, 90% CSuite leaders feel they do enough around pay transparency. Only 68% of entry-level employees and 60% of other employees feel the same.

Andrea Derler, PhD and Head of Research at Visier, commented: “It’s clear that employees want more transparency around pay –– but that doesn’t necessarily mean companies should publicize every employee’s compensation. Employers have an opportunity to cultivate trust and improve retention with their workforce by making small changes to increase transparency around pay. From disclosing salary bands during the hiring process, equipping managers and leaders to have empathetic conversations with employees about pay, to providing informational training sessions on how compensation decisions are made, small steps can be more effective in creating greater transparency, trust and retention among your workforce.”


Yooz has published an eBook that benchmarks AP process management for mid-market companies. Key findings included:

  • The average cost to manually process an invoice is $12.40
  • The average time to manually process an invoice remains at 12.9 days
  • Roughly ¼ of mid-market enterprises have absolutely no payment strategy in place

The eBook is based on research by Ardent Partners.


Zellis has published research that looks at the challenges and priorities of UK and Ireland CHROs. The research was conducted in partnership with Wakefield Research. The findings are based on responses from 100 CHROs from organisations of over 1,000 employees. Key findings include:

  • 70% of CHROs describe improving business resilience as either very important or extremely important
  • 50% of respondents say that talent management has required the most personal focus
  • 52% say improving the employee experience is the best way to ensure business resilience
  • Talent management and employee experience are the top two priorities as firms focus on retention

Caroline Drake, chief people officer at Zellis, commented: “When it comes to ongoing business resilience, HR leaders have stepped up to the challenge presented through the past couple years of COVID-19 and the palpable shifts in employee expectations which continue to test organisations in every sector. The future success of every organisation will rest on its ability to attract, engage, and retain talent, delivering a high quality colleague experience that sets their organisation apart. Whilst this isn’t new for CHROs, it’s clear that in the past couple of years it has become a much larger focus for CEOs and boards.”


Please enter your comment!
Please enter your name here